Enterprise Frameworking
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Thursday 09 of September, 2010
The Main Threads"CHANGE THE WAY THE 21ST CENTURY ORGANIZATION THINKS & WORKS" - DON'T SOLVE THE WRONG PROBLEM REALLY WELL! - ENTERPRISE CLIENTS - BUSINESS CHALLENGE - 10 WORDS OR LESS - MAKING MEANING - THE PIXAR OF CONSULTING - 21st CENTURY TOOLS and PHILOSOPHY & TECHNIQUES - THE 24 CONVERSATIONS
See Language - Integrative Thinking - Pattern Recognition
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Enterprise Frameworking
Enterprise Frameworking. Engagement - Accelerating people’s understanding and deploying information of ‘value’ across the enterprise.
See Also Experience Frameworks
The Problem
From bitter experience we’ve found that most forms of communication are ‘pushed’ at people and therefore fall foul of many in the enterprise. We’ve observed that this is because as ordinary personnel they feel remote from its origins, not included in their creation, they speak in inappropriate language. As a result they become disenfranchised, distanced, uninvolved and actively at odds with what is going on.
Often this is because they don’t properly understand the complexity that has been worked through, the insights that have been uncovered by the board or working group so new messages and/or direction can seem superficial and unrelated to them. This creates a void in the connections between the ideals and the ground level direction required by the company. Worse - the likelihood of it being fully supported or believed by those who will deliver it.
We wonder just how much the majority of employees value the many hours spent by senior steering groups noodling with a problem. We suspect that the have no means of engaging with the subtlety, vision or context in any truly important, meaningful or transformational way.
We’ve also noted that they get their heads below the trench and wait for this fad to pass knowing there will be another one along in a minute. This is at the root of why change is so difficult in large or distributed organizations.
Enterprise Frameworking
The outcome of a 4D intervention, SVT Scenarios or the building of Journeys result in practical and powerful information.
Often these rich frameworks, built by the leadership, are a visualisation - an envisioning of a different future or objective. It's often a plan - a scenario, a Big Pictures of a changed environment. program or place. But because it's a physical result and different (eye catching) it's a great way to actually tell the story to others. It is a ‘piece’ of the strategic process in its own right.
The results of 4D carry peoples interest and demand their curiosity in a way that is engaging and immersive. This means it can be a very good way of explaining a complex and intangible idea or program of ideas very quickly.
Enterprise Frameworking Applied
In the first case we simply take the framework to the set of agreed/primary stakeholders either to engage and embrace or validate and verify. This approach ensures 'buy-in' and ownership of the work done to date. We will then amalgamate, analyse the gaps and incorporate this wider set of insights within the phase of assessment or development as required. We can use the content within SVT Live systems or traditional publishing processes as required.
In the second case we will have identified a component or area that needs further work and either by developing new stimulus material or by repurposing the materials from the sessions we will hold specific sessions or undertake off-line activity to resolve or develop solutions. NB: We will then amalgamate, gap analyse and incorporate this wider set of insights within the phase of assessment or development as required. We can use the content within SVT Live systems or traditional publishing processes as required.
Thirdly we have developed 6 Deep Dives in the main issue areas of business and we will deploy these with selected people accordingly.
Each of these three modes are carried out any number of times and are achieved by a mixture of techniques and tools. Live sessions. Smaller Groups. Interactive Systems. Collateral. Installations. Communication of the richness within these frameworks is a very powerful tool for the following applications -
- Large scale engagement and ‘on boarding’ of the enterprise. Causing Transformation and Cultural Change.
- Validation and verification of outcomes of all critical thinking.
- Assessment of ideas and innovations in scenario planning and new product and service development.
"Helping the enterprise to engage through Collaboration and Involvement"
"Tell me and I'll forget; show me and I may remember; involve me and I'll understand." Chinese Proverb
"If there is no worker involvement, there is no quality system." Lloyd Dobens
We’ve proved time and again that in order to really engage and create sustainable effects in change or transformation programmes individuals need to think properly about, synthesise and fully understand new information. We need to build enthusiasm for the new direction.
In most methods of communication, when individuals are in receive mode and leaders are in transmit, interaction is very black or white. We need to create a situation whereby we achieve a more chemical interaction with the information such that real meaning transfers between people.
We have seen that this happens best when the audience stimulus is rich and meaningful and motivation is high. We’ve therefore created powerful visual stimuli and physical structures within which meaning is far clearer than in say a written document, brochure or presentation.
We deploy our frameworks in single or multiple units once when we have created the overall context within the structure of a full 'contextual' Framework as pictured below and this is based on The Business Equation. The only exception to this is when deployed in ‘Survey’ mode again as explained later.
This way of ensuring sustainable understanding across distributed enterprises takes place using qualified and accredited experts who are fully conversant with the techniques and rules that drive the methodology. We call these experts Visual Thinking Analysts. They support the whole program with objectivity and input as required.
